Han Du House Group System: Enterprise Engine

From fashion brands to platform enterprises, the pformation seems to be very small, but the Korean clothing house is not very laborious. It must be attributed to its internal strength in the past few years: the establishment of a single product whole operation system centered on the group system.

To put it simply, the system breaks up the traditional design departments, visual departments, purchasing departments and sales departments of garment enterprises.

Page production and goods management three non-standard links to the product group responsible, each group is generally composed of designers, page production Commissioner and product management Commissioner 3 people; supply chain, IT, warehousing, customer service and other standardized services will be provided by the company.

The essence of the system is to

According to the resources available, each group has the requirements of clear sales, gross profit and inventory turnover; on the "right", the group has the final say of developing which styles, how many codes, how much the price is, how much the inventory is, and whether to participate in discounts, etc. it has almost all the power of a shop owner; on the "profit", sales are deducted from the related costs, and then multiplied by gross margin, royalty coefficient and inventory turnover coefficient.

。

In this way, every product has 3 mothers' attentive care, extremely sensitive to market feedback, high product sales ratio and quick turnover.

More importantly, the system supports fine operation for each commodity, and ultimately achieves single product settlement, making 1 products and 1000 products alike.

In this way, a highly motivated group is like a powerful engine, supporting the rapid growth of the Korean home, and at the same time preparing for its platform development, because "once the unity of responsibility and right is achieved on the smallest business unit, the enterprise becomes a public service platform".

The key to the establishment of the panel system is that the Internet provides the possibility of low cost, rapid trial and error.

For offline brands, the pmission of one decision to hundreds of stores is not only slow, but in case of error, the cost is higher; but online decisions can be quickly changed based on data feedback, without geographical restrictions, with higher efficiency and lower cost.

After setting up a group system, it is possible to divide the opportunity and cost of trial and error.

Only 1 hundred million of the trial and error costs that only the boss can afford to be distributed to the 200 group members is only 500 thousand yuan per person. Not only is it more "affordable", it can also replace the growth of front-line staff.

Zhao Yingguang acknowledged that the traditional department system is more efficient in most cases. Because of its clear division of labor and high professionalism, the decision of the department heads affects the execution of all people. Switching to the panel system will temporarily experience a stage of high efficiency to low efficiency.

However, when the team is divided into teams, each group will become a department head, whose decisions directly affect the performance, so that business decisions and strategic issues must be considered. The result is to train a large number of "small boss" with business thinking, and then make a necessary talent pool for multi brand development and platform expansion.